Partnerships, suppliers and coercive influence

Stephane Bignoux*, David Gray

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

3 Citations (Scopus)


This paper adapts intra-firm influence strategies to an inter-firm context. In the process it retests the link between coercive influence strategies and supplier performance. Qualitative data is drawn from interviews conducted with 17 informants in the Australian Recruitment Industry. In line with expectations, the study shows that intra-firm influence strategies are adaptable to an inter-firm context. Contrary to predictions, the study finds that suppliers use frequent checking and persistent reminders (pressure strategy), benefits and favors (exchange strategy), form coalitions with other suppliers and buyer managers (coalition strategy) and go over a buyer manager's head (upward appeals) to improve their performance in partnerships. These findings suggest that suppliers use a wider set of influence strategies than previously reported in the literature. In short, influence strategies are more heterogeneous than previously implied in the literature.

Original languageEnglish
Pages (from-to)117-136
Number of pages20
JournalJournal of Applied Business Research
Issue number3
Publication statusPublished - 1 May 2011


  • Influence
  • Partnerships
  • Suppliers


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